We’ve all read about employees who traded jobs with great paychecks for shares in a startup. Plenty of companies have scooped up great talent for peanuts simply because they offered people a piece of the action. Many of those companies have some kind of innovative idea poised to disrupt an entire industry. The potential worth of shares in such a company is enormous.
But look deeper than just the opportunity to make a lot of money. What is it that such employees actually work for? It’s not money; that’s an endgame result. The reason (many, if not most) employees go to work for companies is belief: they believe in the company. They believe in the idea. They believe in its possibility.
They want to work for something they believe in.
But that emotional draw isn’t just about the future—it’s also about the present. They want to work with a great team. They want to enjoy their work. They want not only to believe in something, but also to belong to something.
Unfortunately, there seems to be an epidemic in the business world: founders and CEOs have the idea that they can create that kind of culture with inspirational posters, some healthy snacks, and massage chairs. That’s not culture; those are nice perks. We are living in a world where people are no longer impressed by the cereal bar and spiral slide to the breakroom. Employees of today want to be inspired. They need to trust the brand they are handing their talent, time, and effort to. If you want to build an organization that draws, keeps, and engages the best and brightest, you have to start with your core values.
Core Values Tell Stories (And Vice Versa)
Phrases like “integrity,” “people first,” and “passion” are used by everyone (or at least should be). These are the right ideas. However, the words themselves won’t set you apart. Skim any of the hiring profiles on CareerBuilder or Monster.com, and you’ll see hundreds of job listings using these buzz words. But there’s no brand, values, or story behind them. They just know what they’re supposed to say.
Core values tell stories. By definition, core values are the guiding principles that dictate behavior and action. Values are things that you can tell specific stories about: stories of when a colleague did something amazing for a customer or a teammate. If you can’t tell a story about something you’ve listed, it’s not a real value.
You Already Have Core Values, But . . .
If you are an established company, you have an advantage. Sure, your framed core values plaque is probably due for a good dusting, but as a functioning company with employees and customers, you already have stories to draw from.
The first step is dusting off the plaque and really evaluating what you’ve narrowed your values down to. Do they speak to the services your company provides? Do they evoke an emotion that is specific to your company and what you do on a daily basis? There are plenty of examples to draw from. The biggest thing you can do is to get your team involved. By asking your employees or managers what they think the core values really are, you’ll get priceless insight and real life examples.
Once you’ve evaluated and/or chosen your values, imagine yourself in an interview. Your core values should help you make decisions on hiring and firing. Many of today’s most admired companies hire for culture first and skill second. If a potential employee were to ask you what one of the company’s values meant, could you draw from a real life experience from you or your team?
Be unique, and let your core values tell your story.
It’s Too Early to Define Your Values . . . Right?
As a younger company, you may only have a co-founder and a dream. This means you have the perfect opportunity to create an outline for the stories you want to tell. By creating meaningful core values, new employees will be able to make better decisions if they know to align their daily activities with the core values.
If communicated properly, your team will know how to respond to tough customers, how to treat fellow teammates, and even start a path to career growth—all based on the foundation that you’ve built for them. Regardless of the size of the company, as a leader, be sure to commend people publicly when they demonstrate a value. Just as importantly, tell them when they haven’t (but perhaps not publicly).
Core values carry a lot of weight but, unfortunately, often go overlooked after the first 30 days of employment. When embraced properly, core values become part of your day-to-day activities within your company’s walls and beyond. They form a compass for performance and the stories you tell when asked about your business. Make them matter.
Everyone wants to work for a company they believe in.
Give them something worth believing in.